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All in startup : launching a new idea when everything is on the line /
"A book for anyone who has started a business, thought about starting a business, or just been close to someone who has, All In Startup introduces the reader to the latest advances in entrepreneurship, including a new understanding of how to launch a company in a way that dramatically improves...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
Wiley,
[2014]
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 245 | 1 | 0 | |a All in startup : |b launching a new idea when everything is on the line / |c Diana Kander. |
| 264 | 1 | |a Hoboken, New Jersey : |b Wiley, |c [2014] | |
| 264 | 4 | |c Ã2014 | |
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| 520 | |a "A book for anyone who has started a business, thought about starting a business, or just been close to someone who has, All In Startup introduces the reader to the latest advances in entrepreneurship, including a new understanding of how to launch a company in a way that dramatically improves its chances of success. The "business plan" curriculum taught in most M.B.A. programs is on the verge of extinction. A new "scientific method" of entrepreneurship built around forming and testing basic assumptions will soon replace the tired old model. The book, told through a case study approach, follows the story of Owen Chase who is tasked with turning his company around in 9 days. Through rich storytelling, All In Startup provides a book-length case study to showcase a new type of entrepreneurship, revealing innovative business principles and the emotional reality of entrepreneurship that goes tragically unmentioned during business school"-- |c Provided by publisher | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher. | |
| 505 | 0 | |a First Appearances Can Be Deceiving -- You're Not Fooling Anyone -- You Can't Sell Anything by Doing All of the Talking -- It's How Well You Lose, Not How Well You Win, That Determines Whether You Get to Keep Playing -- The Real Pros Don't Play Every Hand -- Vanity Metrics Can Hide the Real Numbers That Matter to Your Business -- You Won't Find a Mentor if You Don't Ask -- Put Your Customers and Their Needs before Your Vision for a Solution -- Don't Gamble: Use Small Bets to Find Opportunities -- Even Experts Need to Prepare for New Terrain -- People Don't Buy Visionary Products They Buy Solutions to Their Problems -- Only Customers Can Tell You if You've Found a Problem Worth Solving -- Hoping and Praying for Luck Is Not a Strategy -- It's Never Too Late to Test Your Assumptions -- The Secret to Customer Interviews Is Nonleading, Open-Ended Questions -- The Only Way to Get Good at Customer Interviews Is to Practice -- Finding Out Your Assumptions Were Wrong Is Just as Valuable as Proving Them Right -- Don't Pivot to a New Idea without Testing Your New Assumptions -- Save Your Chips for When You'll Need the Least Amount of Luck to Win -- Successful Entrepreneurs Recognize Failure, Fold, and Live to Fight Another Day -- Test Your Assumptions before Committing Any Resources to an Idea -- Luck Can Be Engineered if You Take Emotion Out of the Equation -- Every Successful Entrepreneur Has More Failures than Successes -- The Harder You Work, the Luckier You'll Get -- Opportunities to Find Prospective Customers Are Everywhere: You Just Have to Look -- The Best Feedback from Potential Customers Comes from Meticulous Interviews -- Recognize the Vanity Metrics to Avoid Big Losses -- Keep Interviewing Customers until You Find a Migraine Problem Worth Solving -- People Can't Help Themselves from Sharing When You Bring Up a Migraine Problem -- Stay Objective in Your Interviews Whether You Are Getting Good or Bad News -- Nothing Else Matters until You Can Prove That Customers Want Your Product -- Luck Makers Seek Out New Experiences and Find Opportunities Wherever They Go -- Luck Is Not a Good Strategy for Poker or Business: It's the Outcome of a Good Strategy -- To Prove Demand, Find the Shortest Path to the Ultimate Customer Action -- Prepare for Bad Luck by Building Up Reserves -- Fear and Inaction Are the Two Greatest Threats to Your Business Idea -- Understand Your Tendencies On Tilt So That You Can Compensate for Them -- There Is No Mistaking It When You Uncover Migraine Problems Worth Solving -- Get Comfortable with Being Wrong -- Don't Go All-In without Confirming Your Assumptions through Smaller Bets -- Second Chances Are Rare: Make Sure You Get It Right the First Time Around -- Even When You Find a Migraine Problem, Crafting a Solution Requires Vigilance and Readjustment -- Don't Commit All-In until You Prove That Customers Want Your Product and There's a Business Model to Support It -- The Strength of Your Initial Idea, or Starting Hand, Is Always Relative. | |
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